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Business Continuity – the chief client concern

Fit out and refurbishment projects are complicated.  The construction company responsible for the fit out work has to liaise with both architect and client; sometimes working alongside other project teams as well, perhaps in the role of sub-contractor on a large project.  It’s demanding work that requires skills far in excess of those required on an ‘average’ build, further complicated if the client business has to continue uninterrupted.

This case study demonstrates best practice in fit out or refurbishment projects that take place whilst the client business is in occupation.

The Project

Two projects, lasting 21 and 26 weeks respectively, were undertaken for the client.  The first involved an extensive re-fit over three floors of the client’s headquarters, including removal of a low level roof to provide a glass and steel atrium and fit-out of office space, restaurant and servery areas.  Work in the second phase entailed refurbishment of 40,000 sq ft office space, provision of new mechanical, electrical and IT services, installation of a centre-piece bespoke staircase in the design of a ship’s sail, construction of a secure entrance system for staff, and a completely refurbished reception area with new joinery, plasma displays and mood lighting.  

Coping with the Inevitable

- Disruption to the client business
This is first on the list for a very good reason. Major disruption to client business is unacceptable; the client has stated its requirement for the fit out or refurbishment work to take place alongside ‘business as usual’ and the contractor should have agreed to terms that make this workable on both sides. Business continuity is essential for the client and therefore must be a priority for the contractor.  Nevertheless, both client and contractor will experience difficulties unless expectations are set and agreed at the outset of the project. Thorough planning and a certain level of research – not only into the client’s business but also into how the client actually works on a day to day basis – will be very worthwhile.The skilful project manager will be able to use this data to anticipate problems and find solutions acceptable to both parties.

- Noise
Carrying out any type of construction work without noise is impossible…fact!  But there are many ways in which noise levels can be reduced, such as erecting temporary sound proofing barriers, ensuring equipment is up to date and well maintained (poorly maintained equipment will always make more noise), muffling equipment where possible and scheduling noisy work to coincide with less busy staffing periods or times when offices are almost empty.  

- Safety
The contractor will be responsible for health and safety issues surrounding his own employees and sub-contractors as well as the client’s workforce and any visitors to the site.  The Construction (Design and Management) Regulations  2007, known as the CDM 2007, places legal duties on the construction company and its workers. Every contractor will be familiar with these rules and the obligations that they are under to ensure sites match up to recognised safety standards. Part of the CDM 2007 regulations cover communication – one of the most significant aspects if the objective of ‘safety for all’ is to be achieved. Planning access routes, providing alternative access and/or working arrangements for staff when required, screening off areas from dust or contamination, and other similar activities, all need to be planned in accordance with the client’s business needs.  

- Delays
In a perfect world projects would be completed on time every time but delays are a fact of life, often unavoidable because of circumstances beyond the control of those immediately involved. Carrying out the project whilst the client is in occupation is likely to increase the incidence of delays, yet conversely, delays  are less acceptable because the client needs the construction work to conclude quickly so that the business isn’t impacted.  Once again, project planning and  ongoing communication are the only ways to tackle such issues. Realistic timetables must be set at the time when the terms of reference are agreed so  that problems can be anticipated and potential solutions identified through a  thorough risk analysis.  Regular meetings with client and architect will help resolve minor issues before they turn into time consuming problems.  

This case study is based on work carried out for the Thomson Holiday Group by Phelan Construction. Both projects were gained via competitive tenders. Phelan Construction has worked in partnership with Thomson throughout, concluding fit out and refurbishment on time, on budget, and – importantly for the client – without significant disruption to the business of the country’s leading package holiday company.